Well Delivery Improvement Achieved by Building a Continuous Improvement "Lean" Culture

 
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Context and Challenge

  • Large growth in demand for Well services: 60% of 2015 planned production expected to come from new wells

  • History of missing Business Plan commitments

    • 300+ days delay/year over past 2 years in well delivery

    • Non productive time of 33% over past 10 years

  • Falling oil price required dramatic improvement in cost

  • Well delivery delays resulted in deferred production placing the TLP production platform behind in their overall production target for the year

  • Wells are more expensive and complex (eg. regulatory environment includes 21 new global standards/24 months)

  • Great crew change underway: proportion of less experienced staff increased from 40% to 55%


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Approach

  • Chartered cross functional team between Asset Development and Well Delivery, using engineers/leaders in the process

  • Aligned Wells leadership on a vision implementing “Lean” culture, system, and tools to improve Well delivery and to ensure business plan commitments are met going forward

  • Built leadership and organizational engagement by using stages of implementation within each asset (offshore and onshore)

  • Recognized need to engage with multiple contract workforces in order to build the continuous improvement culture

  • Embedded capability within Wells organization, with respected lead foreman and engineers becoming “Lean” change leaders

  • Developed Well Delivery Process workflow, with standardized templates, to provide clarity, visually track progress of wells; define decision gate roles, deliverables and regulatory requirements by Well complexity

Working with a team of dynamic people toward a set goal leads to success. I have learned that change brings fear, but not changing can be more scary.
— Communications Team Leader
 
Offshoreoliver pangborn